Starting Year 3 at White Rock Center of Hope (#2062)

Two years ago today I started my current role: Executive Director of White Rock Center of Hope (WRCH) in East Dallas, Texas.

On the occasion of starting year three, I’m looking back at the first two years and then looking ahead.

Duration in Context

This is just the second time in my life I’ve stayed in the same full-time role for longer than two full years. The first was when I served First Presbyterian Church (PCUSA) in Naples, Florida in the 2000s. I have, however, managed to reach this milestone twice in part-time roles: Naples United Church of Christ (4 years) and Hodges University (8 years).

Most commonly I’ve served for under two years in a given role either because the role itself was interim or the primary responsibilities of the role were focused on organizational change. On other occasions, I continued with the same employer for over two years but shifted roles more frequently than every two years, including serving in two roles for two employers, three roles for two employers, and four roles for one employer.

The First Two Years

The story of my first two years is far too long for a blog post. For the sake of brevity, I’ll focus on progress worth celebrating and unforeseen challenges overcome.

My top five accomplishments:

1. Relationships. As a newcomer to East Dallas, I’ve been blessed to meet and build relationships with an incredibly talented, diverse, and future oriented group of individuals, communities of faith, businesses, and others. And, I’ve been impressed and inspired by just how many of these folks and entities have a passion for collaborating to build a better community where all have the opportunity to flourish.
2. Organizational Culture. WRCH has increased clarity about organizational identity and stakeholders have enriched understanding about how their contributions make a real impact. A shared vision was crafted, communicated, and is consistently inculcated (including through new guiding statements – mission, vision and values). Increased transparency and accountability, deeper belonging, and more frequent recognition and celebration round out shifts in culture.
3. Expanded Program Model. After providing for basic needs (food, clothing, and shelter) for more than 30 years, the Board blessed the expansion of the programs to include empowerment services focused on long-term financial well-being. Empowerment programs are now underway, including financial education workshops and one-on-one financial coaching. Workforce training is scheduled to launch in the fall.
4. Strategic Planning. Following a COVID-19-modified appreciative-inquiry-guided exploration of past, present, and desired future, a one-year mini-strategic plan was adopted and then was used as a pattern for the creation of a second one-year mini-plan. This shift to increased accountability and clearer focus on overall progress reported on an organizational dashboard opened leadership to the possibility of a more robust and longer term plan. Earlier this week, the Board and Senior Staff completed the third of three full-day retreats to craft a robust strategic plan
5. Business and Process Improvements. From the initial task of fully reopening Neighbor Services and the Thrift Store to the ongoing work associated with improving core business functions in each, continuous process improvement leveraging input from all stakeholders has been essential to increasing efficiency and improving experience (including the customer experience, neighbor experience, and volunteer experience). Touring the facility and observing the regular everyday activities in mid-2023 looks radically different from doing so in mid-2021.

My top three challenges:

1. Personal Attack. In October 2022, I was violently assaulted while in my office at WRCH (see Surviving an Attack & Living a Hope-Filled Recovery for a more compete understanding). This resulted in significant physical damage to my body and identified issues with building security. Thankfully, I have since healed. And, thanks to generous donors and skillful experts, the WRCH facility is a much safer place for everyone.
2. COVID-19. Providing high-touch basic needs services during a pandemic required operating in new and ever-changing ways to ensure the safety of those serving and those being served. This challenge was made even more difficult since the primary workforce of WRCH are volunteers from COVID-19 vulnerable populations. Creativity, new volunteers, vaccines, and loosened COVID-19 guidelines all contribute to overcoming this ongoing challenge.
3. Property Break In. In December 2021, folks broke in to WRCH overnight and engaged in criminal activity that included vandalism and theft. Due to the extensive nature of their wrongdoing, the Thrift Store was closed for several days leading to unrecoverable lost revenue (see this local news story for a recap). Insurance and motivated supporters helped us with the financial and practical needs to get going again quickly. And, staff and volunteers ensured that we did not miss a single day of providing basic needs (food, clothing, shelter) assistance to neighbors in need.

Coming Soon

I’m excited to begin year three and delighted I’ll soon be able to share the full details of WRCH’s soon to be completed strategic plan.

Over the next two years, you’ll see

• Increased Innovation. New programs. New volunteer opportunities. New technology. Increased personalization. More Pop-up events. More neighbor choice.
• Richer Relationships. New collaborations. New partnerships. New ambassadors. Increased attentiveness. More intentionality. More diversity.
• Modernized Messaging. New communication channels. New branding. New voices. Increased frequency. More neighbor success stories. More focused.

So What?

I’m one day in to year three and just getting started. WRCH is about to turn thrity-five and just getting started.

Whether you’ve been a long-timer supporter, just got involved recently, or are considering learning how to get connected please know you are welcomed, valued, and essential to the shared work of cultivating hope and co-creating a community where each and every person will have the opportunity to thrive.

• If you are already involved, I’d love to hear from you and to have the opportunity to thank you.
• If you’d like to learn more, I’d welcome the opportunity to connect and to show you around WRCH.

You can reply to me via this website or connect with me by calling WRCH or linking through one of the many communication channels provided on my WRCH profile.